Quotes About Management

A company should search for every instance of the use of its name and zoom in when there are issues - both good and bad.

When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.

My instinct is to be very controlling.

In business terms, if you take over a company and oust its CEO or fire a divisional chief, you run the place. But in institutional terms, as it happens, it doesn't at all work that way.

I am good at conceptualizing and building institutions.

I don't believe that someone who sets up an institution should be able to take out the money from the institution or pay dividends to shareholders. I am not saying that institutions should be set up for charity.

There's a lot of books out there about how you lead change in business, but I've certainly not seen any... on how you do that in public institutions.

I do believe that banks are special - they are very leveraged institutions by nature; therefore, it's even more critical to ensure that the governance and the process of running a banking company are well-organised, managed and regulated.

It's easy to hire too fast and have chaos and disorganization and insufficient management.

I know the food groups that I like to have and are good for me and those that I have to stay away from. And so, I don't need to know exactly what I'm going to eat, but I take my insulin probably 20 minutes before I'm going to sit down.

I don't have to take insulin because I have been able to make these changes and take this medication.

You know we're going to control the insurance companies.

We have to do a better job of putting some rules on the insurance companies.

The last thing we need are more pointy-headed intellectuals running the government.

I like Mourinho because he is intelligent. When his team are in difficulty he's very good at focussing the attention on himself.

You want banks to take some risk, but intelligent risk.

The role of the president is to take care of your money, and that's what I intend to do.

A lot of coaches are very intense, which is good once you are working, but you don't want that all the time.

I had a history teacher who taught us a lot about the Cold War. You had these examples of countries where the government had tried to manage the economy really intensely, and it ended up being bad for the citizens there. I found myself beginning to lean more right on economic issues.

It was to do with information management. The intention was to dramatise it.

I've played under many managers - some fantastic, some average, and some not so good. Even if it's not intentional, you log the good ideas and the bad ones.

The RBI is interacting with the banks every day.

Complexity and interconnectedness matter as much as size in assessing risk in banking.

I have a clear bias for international, global experience. On my management team, everybody has two or three countries they've lived and worked in.